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McGraw-Hill/Irwin
Contemporary Management, 5/e
Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives
15-3
Learning Objectives
15-4
Groups, Teams and
Organizational Effectiveness
• Group
– Two or more people
who interact with
each other to
accomplish certain
goals or meet certain
needs.
15-5
Groups, Teams and
Organizational Effectiveness
• Team
– A group whose members work intensely
with each other to achieve a specific,
common goal or objective.
– All teams are groups but not all groups are
teams.
• Teams often are difficult to form.
• It takes time for members to learn how to
work together.
15-6
Groups, Teams and
Organizational Effectiveness
15-7
Groups and Teams as
Performance Enhancers
• Advantage of synergy
– People working in a group are able to
produce more outputs than would have
been produced if each person had worked
separately
15-8
Groups and Teams as
Performance Enhancers
15-9
Groups and Teams as
Performance Enhancers
15-10
Groups’ and Teams’ Contributions to
Organizational Effectiveness
15-12
Teams and Innovation
• Innovation
– The creative development of new products,
new technologies, new services, or new
organizational structures
• Individuals rarely possess the wide variety of
skills needed for successful innovation.
• Team members can uncover each other’s flaws
and balance each other’s strengths and
weaknesses
• Managers should empower the team and make it
accountable for the innovation process.
15-13
Groups and Teams as Motivators
Figure 15.2
15-15
Question?
15-16
The Types of Groups and Teams
• Formal Group
– A group that managers establish to
achieve organization goals.
15-17
Formal Groups
• Cross-functional teams
– composed of members from different
departments
• Cross-cultural teams
– composed of members from different
cultures or countries
15-18
The Types of Groups and Teams
• Informal Group
– A group that managers or nonmanagerial
employees form to help achieve their own
goals or to meet their own needs.
15-19
The Types of Groups and Teams
Type of Team
Top-management A group composed of the CEO, the president,
team and the heads of the most important
departments
Research and A team whose members have the expertise
development team and experience needed to develop new
products
Command groups A group composed of subordinates who
report to the same supervisor, also called a
department or unit,
Task forces A committee of managers or nonmanagerial
employees from various departments or
divisions who meet to solve a specific,
mutual problem; also called an “ad hoc”
committee
15-20
The Types of Groups and Teams
Type of Team
Self-managed work A group of employees who supervise their
team own activities and monitor the quality of the
goods and services they provide.
Virtual team A team whose members rarely or never meet
face to face and interact by using various
forms of information technology such as
email, computer networks, telephone, fax and
video conferences.
Friendship group An informal group composed of employees
who enjoy each other’s company and
socialize with each other.
Interest group An informal group composed of employees
seeking to achieve a common goal related to
their membership in an organization.
15-21
Self-Managed Work Teams
15-23
Friendship Groups
15-24
Interest Groups
15-25
Group Size
15-26
Group Size
15-27
Group Size
15-28
Group Tasks
15-29
Group Dynamics: Interdependence
• Pooled
– Members make separate, independent
contributions to group such that group
performance is the sum of each member’s
contributions
15-30
Group Dynamics: Interdependence
• Sequential
– Members perform tasks in a sequential
order making it difficult to determine
individual performance since one member
depends on another.
15-31
Group Dynamics: Interdependence
• Reciprocal
– Work performed by one group member is
mutually dependent on work done by other
members.
15-32
Types of Task Interdependence
• Group Roles
– The set of behaviors and tasks that a group
member is expected to perform because of
his or her position in the group.
15-34
Group Roles
15-35
Group Leadership
15-36
The Stages of Group Development
• Forming
– Group members get to know each other and
reach common goals.
• Storming
– Group members disagree on direction and
leadership. Managers need to be sure the
conflict stays focused.
• Norming
– Close ties and consensus begin to develop
between group members.
15-38
Stages of Group Development
• Performing
– The group begins to do its real work.
• Adjourning
– Only for task forces that are temporary.
– Note that these steps take time!
15-39
Discussion Question?
15-40
Group Norms
• Group Norms
– Shared guidelines or rules for behavior that
most group members follow
– Managers should encourage members to
develop norms that contribute to group
performance and the attainment of group
goals
15-41
Group Dynamics
15-42
Balancing Conformity and
Deviance in Groups
Figure 15.5
15-43
Question?
15-44
Group Cohesiveness
15-45
Sources and Consequences of
Group Cohesiveness
15-47
Managing Groups and Teams
for High Performance
• Motivating group members to achieve
organizational goals:
– Members should benefit when the group
performs well—rewards can be monetary or
in other forms such as special recognition.
– Individual compensation is a combination of
both individual and group performance.
– Make additional resources (beyond
compensation) such as choice assignments
available to high-performance groups.
15-48
Managing Groups and Teams
for High Performance
• Social loafing
– The human tendency to put forth less effort
in a group than individually.
– Results in possibly lower group performance
and failure to
attain group
goals
15-49
Managing Groups and Teams
for High Performance
15-50
Three Ways to Reduce Social Loafing
15-52